The New And Older Generations Of The United Ages Of 18 And 32, Generation Y Or Millennials

The most prominent change in the workforce affecting human resources at St. Anthony’s is the rise of a multi generational workforce. Providing different human resource needs for various employees is an evolving challenge. Being aware of different workplace standards between generations is taken into consideration to reduce “pain points” (Calvert, 2015). In the interview, Judie grouped Generation X and Millennials into the same group, and focused primarily on the differences between Baby Boomers and Gen X/Millennials. She described the Baby Boomers as

As students, freshmen come into high school knowing that they are hated by every upperclassmen in the school, with the exception of some friends and possibly family. The freshmen don’t understand why they are disliked, and most of the upperclassmen can’t tell you why they despise the freshmen, except for some unproved responses such as: “They’re annoying”, or “They’re so immature”. This sequence occurs every year. As the freshmen turn into upperclassmen, they too develop a hate for the incoming freshmen. This relationship is common on a larger scale as well; older generations view the younger generations as annoying, dumb, and immature. Dealing with three generations today, we have the omniscient Baby Boomers (1946-1964), impious

“After a century of trying to control people, processes and information, we have come to a point in organizational history where we need to recognize that what worked before just simply isn’t enough anymore.” This goes to prove that over time just like everything else evolves our behaviors towards our colleagues has to evolve as well. And management has to learn the new behaviors of his/her employees. The Millennials and generation Z needs to know that they are appreciated and need to be challenged before they get bored, hence the reason why managers need to learn

Today, the workforce is made up of many different generations, which is affecting and effectively changing the workplace culture as a whole. The major generational differences between millennials and baby boomers can be either positive or negative depending on whom you ask. Boomers may categorize millennials as lazy and entitled, while millennials may call themselves innovative. No matter what they call themselves or each other, they all have to work together now as simply as that. This topic has sparked a lot of discussion as to how it’s best for each generation to act and deal with their other generational coworkers.

The generational span is exceedingly larger today than in the prior history of our nation. The multiple generations consist of the veterans 1922-1945, the baby boomers 1946-1964, the generation X 1965-1981, and, the generation Y 1982-1999, in addition, upcoming millennial generation born 2000-2016 (Murray, 2013). There frequently are misconceptions and misunderstandings based on the differing perspectives of each generation. Moreover, as an effective leader, one must comprehend and acknowledge the characteristics of each generation and utilize these individualities to mentor and motivate the staff they are leading (Hendricks & Cope, 2012). In addition to considering the impact of the generational

The current generations in the workplace today are Traditionalists, Baby Boomers, Generation X, Millennials, and Generation Z. Each generation brings their own values and mindsets to the mix. Although genetics play a part in a person’s characteristics, the generation in which someone is born into also plays an integral part in shaping their mind, values, goals, and work ethics. People from the same generation share similar experiences, and this can influence how they think politically and socially.

Many employers are challenged with handling the millennial due to the lack of proper understanding of this generation since there is plenty of myths, propagated through anecdotes and assumptions. However the separation of the myths and the facts is important for an organization so as

Upon reflecting on the three main generations that comprise the workplace today, a few differences emerge. “Baby Boomers” grew up in a time when movements were prominent, the Vietnam War occurred, key figures were assassinated, the Watergate Scandal occurred, and television was introduced (Twenge et al., 2010; Schullery, 2013). Overall, “Baby Boomers” seem to exhibit a distrust of authority, value hard work, and want to enjoy their achievements (Robbins & Judge, 2015; Twenge et al., 2010). As such, they are results driven and give their utmost effort (Robbins & Judge, 2015). “Generation X” grew up in a time of computers, divorce, two career parents, MTV, and economic uncertainty (Twenge et al., 2010; Robbins & Judge, 2015). For the most part, they seem to exhibit the workplace behaviors of independence and a lack of commitment to employers (Twenge et al., 2010). They value a balance between work and life and place more focus on extrinsic rewards such as monetary compensation (Twenge et al., 2010). “Millennials” grew up in prosperous times with technology dominating the era and over-protective parents (Robbins & Judge, 2015; Schullery, 2013). Generally, they seem to place a greater value on employee benefits, leisure time, teamwork, and open communication (Society of Human Resource Management, 2004; Twenge, 2010; Myers & Sadaghiani, 2010). In addition, they have also been given the labels of “self-centered” and “entitled” (Myers & Sadaghiani, 2010).

For decades there has been extensive research on generations to better understand characteristics such as personalities, motivations, and work ethics to help current and future employers better understand how to engage targeted demographics. As a result, in recent years there has been a lot of dialogue around Generations X and Y as employers have tried to understand what attracts, retains, and engages these individuals in the workplace. It’s evident that not understanding and respecting these differences can lead to misunderstanding, miscommunications, mixed signals, and possibly the loss of talent within an organization. Over the next couple of paragraphs I will elaborate on each generation and highlight their values as it is important to

Each generation has developed a set of values and postures that are different from one another. Organizational settings should understand these generational differences in order to be more effective in leading a multigenerational workforce (Al-Asfour & Lettau, 2014). Leadership Training on the Generational Gap & Age Discrimination solutions are an important issue concerning creating a training programs to combat age gap problems in the workplaces. This might help to lower discrimination violations and complaints in the workplace and to the Human Rights Commission. Society in America has become much large in age gaps in labor this is not myths, but a mere reality that needs plans for solutions.

The workplace of today involves interactions among people from four different generations often causing much conflict for leaders and organizations. Each generation represented has its own set of different values and beliefs. These differences can easily lead to conflicting barriers within the workplace. This can pose a significant problem for those in leadership. In order to combat this issue, leaders and organizations can effectively deal with these issues by offering different programs such as executive mentoring, town hall meetings, and leadership seminars for those in leadership.

“The number of employees over the age of 55 has increased by 30 percent; however, the number of 25- to 54-year-olds has only increased by 1 percent” (Claire, 2009). In 2008 the eldest of the 77 million baby-boomers turned 62. Estimates are that by the end of the decade about 40 percent of the work force will be eligible to retire. As people begin to reach the age of retirement there may be not be enough new employees to fill the gap (Clare, 2009). Companies need to find ways to attract Boomers and Millennials. Companies that want to attract Boomers and Millennials need to be creative in their culture, HR policies and work environments.

Effective leaders of my age are faced with a few challenges, quite a few actually. One being the generational divide that currently exists between four different workplace peer groups: Traditionalists, Baby Boomers, my age group of Generation X, and Millennials. Aside from increased global diversity, our workforce has mushroomed with generational cultures as well. Young associates of today are the future leaders of tomorrow, yet there is an obligation to honor the long-term commitment of our older associates. When bridging these distinct generations,

Many changes are happening in the workforce today. Our labor environment consists of multiple generations, which creates fundamentally differing approaches to everything from work ethics, business management, and co-worker cooperation. The most recent generation, commonly known as “Generation Y” or the “Millennial” generation, is slowly taking over the workforce. Because they bring with them a radically new mindset and opinion of labor, the global business infrastructure should be modified to not only accommodate “Millennials,” but also to remain sympathetic to the business practices characteristic of previous generations. Doing so will provide more harmony and productivity among co-workers of different generational backgrounds.

In the present diversified work force in terms of age ,gender,culture ,work style, the employee demographics consist of the four generations which are Traditionalists, Baby Boomers, Generation X and Millenials